UNIVERSITY OF SUNDERLAND Faculty of Business & Law Exam Paper

Module Code : HRM325 Module Title : Performance Management of Human Resources Time Allocated: 3 Hours

SAMPLE

INSTRUCTIONS:

Section A: Section B:

Answer FOUR out of six questions (40 marks) ONE HOUR Answer TWO questions from FOUR - essay and report questions (60 marks) - TWO HOURS

You should be careful to plan the use of your time as outlined above

THE UNIVERSITY'S REGULATIONS CONCERNING CHEATING, COLLUSION AND PLAGIARISM APPLY TO THIS EXAMINATION

Table of Content
Table of Content...........................................................................................2 Section A......................................................................................................3 Section B......................................................................................................4 Introduction to Human Resource Management.............................................5 Report Inclusion........................................................................................6 Here we will examine the link between the organization strategy and HR management/Strategy. In the last few years academics have added at least 3 different models to differentiate the HR strategies, these are:.......8 This second approach to developing typologies of HR strategy is grounded in the nature of the rewardeffort exchange and, more specically, the degree to which managers view their human resources as an asset as opposed to a variable cost. Superior performance through workers is underscored when advanced technology and other inanimate resources are readily available to competing rms...................................................9 Recruitment update in an organisation.....................................................9 ............................................................................................................... 10 REWARD STRATEGY:...............................................................................10 E LEARNING STRATEGY:..........................................................................11 LEARNING ORGANIZATION:.....................................................................11 PERFORMANCE MANAGEMENT SYSTEM:..................................................12 TRAINING AND LEARNING ......................................................................14 Training and Development......................................................................15 Resignation and Confirmation.................................................................15 Performance Appraisal Responsibility......................................................16 360 Degree Feedback System in Performance Appraisal:........................16 HRM and Leadership Theories:................................................................17 Organizational Development and Change:..............................................20 Talent management strategy and succession planning The pool of top talent both inside and outside the organization is increasingly scarce and expensive. We believe any organization that obtains and nurtures the best employees from this finite pool will fundamentally differentiate itself in the market. Our talent management and succession planning approach: ..................20 Benefits, Rewards and Recognition:.......................................................21 Employee Empowerment:.......................................................................21

Coaching, Mentoring and Knowledge Sharing:.........................................22 REFERENCES...........................................................................................26 Raymond A. Noe., Human resource management: gaining a competitive advantage, Irwin/McGraw-Hill, 2000..........................................................26

Section A

Answer FOUR questions Each question is worth 10 marks

1.

What are the Major Differences in the Control based Model and the Resource Based Model in the SHRM ?

2.

What are the challenges faced by the Human Resource Management to SHRM, and how it has responded to the challenges.

3.

Outline the Major aspects of Learning Organization in SHRM.

4.

What are the Major feature of E-learning and Reward system in terms of Strategic Management?

5.

How is Leadership Theories Impacting the SHRM in terms of organizational growth?

6.

Discuss the features of the 360 Degree performance evaluation system with respect to the SHRM ?

You should allow no more than 15 minutes to answer each of these questions

Section B
Answer two questions Section B is worth 60 marks (30 marks for each question)

Question 1 Performance Management System is started by organization to achieve the common objective of the organization Describe the methods and process of evaluating the performance in terms of the organizations strategic growth and Individual Growth? (30 marks)

Question 2 Describe the characteristics and objective of the Hard and Soft Human Resource Planning and how it has contributed in maintain the organizational strategies?(30 marks)

Question 3 What are the different aspects of the employee reward system, and how at times the reward system becomes problematic for organizations (30 marks)

Question 4 For the organizations strategic development, Learning and Training plays an important role, and at times organizations need to shift their focus towards this process. Discuss the position of the organization in context of requirement and starting a training and Learning program. (30 marks)

You should allocate no more than 60 minutes for the Part B questions

-------------------------------End of the examination paper

Introduction to Human Resource Management

Introduction
- Human resource management (HRM) is a relatively modern label for the range of themes and practices involved in managing people. It is defined and described in a variety of (sometimes contradictory) ways. Many people find HRM to be a vague and elusive concept - not least because it seems to have a variety of meanings. Pinning down an acceptable definition can seem like trying to hit a moving target in a fog. This confusion reflects the different interpretations found in articles and books about human resource management. HRM is an elastic term. It covers a range of applications that vary from book to book and organization to organization.

You should think about the purposes of the definitions and the different aims of academics and practitioners. Academics are interested in the theoretical basis and intellectual validity of the concept. Practitioners have a job to get on with and are likely to be more interested in a practical description of the management discipline for which they are responsible

This report highlights the Human Resource Management (HRM). It put light on the culturally compatible HR strategies of the organization. This report puts light on the specific Hr strategies, policies and practices of organization. The HRM strategies which make an organization culturally compatible in different nations, we start our consideration with the theoretical knowledge of culturally compatible HR strategies. In the end we conclude with our recommendations for global organizations.

HRM is basically a Data-Base which contains the data entries for Employees, Personal History, Qualification and Background recruiting information, compensation details and Availed leaves and Holidays Including balance one.HRM have Performance appraisal file which contains all the data entries for the appraisal of the employees. Beside leaves it has data which Shows working time hours of the employees. Recruitment data of the HRM contains all the Information About the hired new employees, hiring new employees with the job descriptions and Job Specifications which means what all Skills are required for each employee and the skill level. It also contains a database for all planned and actually done Training for the employees.

Report Inclusion
This Report Includes:-

1. 2. 3. 4. 5. 6. 7. 8. 9.

Strategic Management Strategic HRM Recruitment update in an organisation Turnover according to present Budget Training and Development Resignations or Firing Confirmations /Hiring :Leadership Skills in HRM 360 Degree Appraisal

10. Leave(EL,CL or any other leave)

11. Talent Management Strategy 12. Employee Empowerment 13. Coaching and Mentoring

14. Wellness activities with the working Environment

15. Industrial Relationship within the organization

Strategic Management

The word Strategic comes from the Greek word strategus, which means commander in chief. The development of the word strategy suggests that it means to the leading capabilities, in terms of management context. Wheelen and Hunger(1995) define Strategic Management as that set of management decisions and actions that determines the long-run performance of a corporation. Hill and Jones (2001) defines the strategic management in quite a similar way as a action that a company takes to attain superior performance. Strategic Management is a never ending process in an organization which majorly depends upon three parts, The Value of Senior Management, Environment in the Organization and The availability of Resources.

Strategic Human Resource Management

Strategic human resource management relates to the Manpower management, but in strategic manner maintaining the importance of the effective management of people as a source of advantage in competition. Strategic HRM or HR strategy are quite unclear in terms of the outcome of the process among the two For Snell et al., (1996) Strategic HRM is and outcome of organizational system designed to achieve sustainable competitive advantage through people. In other scenarios, SHRM is viewed as a process, the process of liking HR practices to business strategies (Ulrich, 1997) Strategic HRM is highly influenced by Environmental issues and business strategies, HR strategies are determined at all the three levels of management and by the ability of the leadership style of the local managers to follow through goals in terms of the specific environmental context. The another Part of the strategic HRM is the fluctuation in the management thoughts, and making the HR function to be structurally integrated. The HR policies of any organization should fit with the business strategies of the organization keeping in thoughts the competitive market conditions. The concept of the business integration with the Strategic HRM can be seen in three parts.

1)

the linking of HR policies and practices with the strategic management process of the organization

2)

the internalization of the importance of HR on the part of line managers. the integration of the workforce into the organization to foster commitment or an identity of interest with the strategic goals.

3)

Human Resource Strategy Model

Here we will examine the link between the organization strategy and HR management/Strategy. In the last few years academics have added at least 3 different models to differentiate the HR strategies, these are: 1) 2) Control Based Model. Resource Based Model. Integrative Approach.

3)

Control Based Model

The rst approach to modelling different types of HR strategy is based on the nature Strategic Human Resource Management 49of workplace control and more specically on managerial behaviour to direct and monitor employee role performance. According to this perspective, management structures and HR strategy are instruments and techniques to control all aspects of work to secure a high level of labour productivity and a corresponding level of profitability

Resource Based Model

This second approach to developing typologies of HR strategy is grounded in the nature of the reward effort exchange and, more specically, the degree to which managers view their human resources as an asset as opposed to a variable cost. Superior performance through workers is underscored when advanced technology and other inanimate resources are readily available to competing rms.

The Integrative Model

Bamberger and Meshoulam (2000) integrate the two main models of HR strategy, one focusing on the strategys underlying logic of managerial control, the other focusing on the rewardeffort exchange. Arguing that neither of the two dichotomous approaches (control- and resource-based models) provides a framework able to encompass the ebb and ow of the intensity and direction of HR strategy, they build a model that characterizes the two main dimensions of HR strategy as involving acquisition and development and the locus of control.

Recruitment update in an organisation

In an any organisation recruitment is the Process to Identify the need of an organisation According to the Vacancy in an particular Department and organisation needs to Recruit someone at the vacancy at which application forms for the post have arrived to the HR Department in the organisation. This may be Through two types, Internal and External. Selection is second Step to select the Candidate according to the Job Description and choosing from applicants a suitable candidate to fill a post. Than it comes to Training of new Joined Employees .Training have various of processes involved in which make sure that job holders have the right skills, knowledge and attitudes which is required to help the organisation to achieve its objectives and Desired goal. For increasing the Effectiveness of the recruitment internal recruitment should be Preferable, have benefits like Considerable savings can be made. Individuals with inside knowledge of how a business operates will need shorter periods of training and time for 'fitting in'. Internal promotion can act as an motivation for an Employees, The organisation is unlikely to be greatly 'disrupted' by someone who is used to working with others in the organisation. Through this type of recruitment organisation can understand the strengths and weaknesses of an insider which could not be Possible in hiring of outsiders. This is having some bad faces too like you will have to replace the person who has been promoted. Promotion of one person in a company may upset someone else.

While in External Recruitment it attracts the wider range of talent, and provides the opportunity to bring new experience and ideas in to the business. But it is Cost Effective or sometime it happens that company may end up with someone who proves to be less effective in practice than they did on paper and in the interview situation. In such cases it is Important that job Description and job Specification should be Clear according to the organization. A job description is how a particular employee will fit into the organization. The title of the job should be Clear with job responsibilities, and Reporting Person, a simple description of the role and duties of the employee within the organization. For this Job Analysis have to be done which is a process to examine the Jobs order to identify the key requirements of each job and Job analysis can be carried out by direct observation of employees at work, by finding out information from interviewing job holders, or by referring to documents such as training manuals. Information can be gleaned directly from the person carrying out a task and/or from their supervisory staff. A job specification is Different from the job description - in addition, Job Specification highlights the mental and physical attributes required of the job holder. Job analysis, Job description, and Job specification can provide useful information to a business for recruitment instruments. The appraisal will then involve a review of performance during the previous six months, and setting new targets. Job details can serve as a useful basis for establishing the targets. Selection involves procedures to identify the most appropriate candidates to fill posts.

REWARD STRATEGY:

Reward strategy provides the organization the specific direction in developing and designing programmes that will make sure that organization rewards the behaviours and performance e outcomes that supports the achievement of the business goals.

Gomez-Mejia and Balkin (1992) defined the reward strategy as: The deliberate utilization of the pay system as an essential integration mechanism through which the effort of various sub units and individuals are directed toward the achievement of an organizations strategic objective.

Reward Strategy should be founded keeping in the proposition that the people are the ultimate source of value for any organization. The basis of strategy depends on the organizations requirement in the shorter and longer time span as specified in the corporate strategy. Reward Strategy should mainly concern with the direction an organization should follow in making the right mix and the level of financials and non financials awards in terms of making the business strategy. 1) 2) 3) The demand of the business strategy with cost constraints. Helps to achieve cultural changes. Making the right alignment in between core competencies of the organization and individual competencies.

E LEARNING STRATEGY:

The Learning strategies of an organization are majorly dependent on the Human Resource Requirement. The starting point of the organization should be the approach adopted for the provision of the e-learning and development opportunities, keeping in mind the difference between the learning and development. The learning strategy should cover the:

1) 2)

How the e-learning needs will be identified. Organization has to identify the role of personal development planning and self-managed learning.

LEARNING ORGANIZATION:

Organizations are termed as the continuous learning process and system (Harrison, 1997), and organization learning has been identified by Marsick (1994) as: Co-ordinated system change, with mechanism built in for individuals and groups to access, build and use organizational memory, structure and culture to develop long term organizational capacity.

The Aim of Learning strategy in organization is to develop the organizations resource based capability. This is as per the basic principal of the strategic Human resource Management, mainly it is necessary to invest in people in order to develop the human capital required by the organization. There are majorly 4 principle of learning Organization. 1) Systematic Problem Solving: This is majorly dependent on the quality of the process and people within the organization. Making a scientific methods, rather than doing the guesswork for problem solving. Believing and depending on data rather than doing the assumptions as the background of the decision making process this is called the fact based management. 2) Using the simple statistical tools.

Experimentation: This activity involves the systematic changes in the process adn continous development of the processes and programmes. Treating these as the integral part of the learning organization.

3)

Learning From Past Experience: Learning organization review their success and failure and access them systematically and record the lessons learned during the specific period of time, in such a way that employee find it open and accessible.

4)

Learning From Others: There are times when the most powerful insight comes from the outside, so learning from outside is the immediate and new perspective. The process of learning the immediate environment is termed as SIS Steal Ideas Shamelessly.

PERFORMANCE MANAGEMENT SYSTEM:

Performance management is to contribute to the development of the high involvement organization by getting different teams and individuals to participate in achieving the objective and the different means to achieve them. Performance Management Strategy aims to obtain the means through which organizations, individuals and teams can produce the better performance and the results within the agreed framework and planned goals.

SCOPE OF PERFORMANCE MANAGEMENT STRATEGY

Performance management strategy focuses on what is involved in managing the organization. Performance management is the natural process, not a system, not a system or a technique (Fowler, 1990). Performance management strategy concerns everyone in the business not only managers. It gives the assumption that not only managers are responsible for the performance of the teams, according to this its the shared responsibility of the Managers and Team. Performance management process are part of an Holistic approach to managing for performance which is the concern of everyone in the organization. In terms of performance management strategy, holistic approach means being concerned with the complete organization. A combined view is taken of the constitutes and parts of the performance, and how these are impacting and contributing to the desired outcome and goals of the organization, individuals, teams and different departments.

HUMAN RESOURCE PLANNING:

Human Resource Planning is an integral part of the business planning and business strategies that are included in the Strategic HRM. The Strategic Planning process defines the projected changes in the different type of activities that and organization is doing and the scale of these activities. Human resource Planning understand those plans and strategies in terms of people requirement in the organization. But it can influence the business strategy by drawing attention on the ideas in which people are developed and deployed effectively to achieve the business goals and also focusing on other problems that might have resolved to make sure that people required are capable of making the required changes and the necessary contribution. Humans Resource Planning according to Quinn Mills (1983) can be defined as: A decision making process that combines three important activities: 1) Identifying and Acquiring the right number of people with the proper skills; 2) motivating them to achieve high performance; and 3) creating interactive link between business objective and people planning objective.

HARD AND SOFT HUMAN RESOURCE PLANNING:

There are ways to make distinction between the hard and soft human resource planning. Hard HRP based on the analysis that right number of right type on people are available when needed by the organization. Marchington and Wilkinson (1996), described soft HRP as, it is more explicitly focused on creating and shaping the culture of the organization, so that there is clear integration between corporate goals and individual goals, employee values, belief and behaviour. Softer version of the Human resource planning is more closer to the subject and process of Human Resource Planning. Humans resource Planning deals with the major issues like employment of the people rather than the traditional quantitative approach of Manpower Planning. But this also addresses those aspects of human resource management that are majorly concerned about the organizations requirement of the people from the prospective of skills, numbers and how they should be deployed.

Supply Forecasting: Estimating the requirement of people keeping in check the current availability of resources and the future requirement, after allowing the wastage. The supply forecast will also take into account the current market trends related to the availability of skilled resources and demographics.

Forecasting Requirement: This includes the analysis of demand and supply forecasting to identify the future market requirement if there is any deficit of surplus, with the help of models if required.

Action Planning: To make plans to deal with the forecasting deficits through the internal promotion process, training of people and external recruitment. If required preparing the plans for unavoidable downsizing to avoid any compulsory redundancy, also making the retention and flexibility strategies.

TRAINING AND LEARNING

In Strategic HRM and Organisation Development context, Training and Learning are characteristically different: Training adds to the knowledge and skills for doing a particular job, Fills the gap between the required and the actual knowledge, skills required to complete a job. Training can be of different types, Job oriented and vocational in nature. Short term activity designed especially for operatives. it is mainly the initiatives of the management, and the result of external motivation. It aims to meet the current requirements of the job and the individual-a reactive process. Apprenticeship is a typical example.

Learning is a behavioural process which is continuous from birth to death. It is mostly informal, but there could be formal phases as well. From learning to talk, walk, run etc, to learning to operate a computer, fly a plane to learning to socialise, to lead a group, to move an idea, the list is infinite and touches upon all that we acquire from birth to death.

Training and Development

Induction is the process of introducing new employees to an organization and to their work responsibilities in that organization. For the new employees in an organization are generally given an induction program in which they have meet other co-workers and get Involve with their knowledge and Experience and are shown the skills they must learn. It is observe , that the first few days I an

organization will involve observation, with an experienced worker or the manager. Many organization will schedule an detailed training scheme, open format with which is done on an internal basis. Examples are given in an form of larger public companies such as banks and insurance companies. In Addition to this, employees may be encouraged to attend courses to learn new skills and get new qualifications. There are two Forms threw which a training can be done :- On the job Training and off the Job, On the basis of performance of an employee in an organization and acquiring qualifications to do a more advanced job, Promotion within an firm depends. Induction is the process of introducing new employees to an organization and to their work responsibilities in that organization.

Resignation and Confirmation

A resignation is the formal act of an employee when he is not satisfied with an organization of giving up or quitting one's office or position. A resignation can occur when a person holding a position fails to perform his duty or gained by appointment steps down. When an employee chooses to leave an existing position it is considered a resignation, When ever an resignation or termination happened in an organization will create an environment of dissatisfaction or Disputes. because sometime it happens that terminated employee is eligible but situation or the working environment makes him to resign. A

resignation is a personal decision to exit or quit a position, though outside pressure exists in many

cases. In case of government employees sometimes Resignation are not always acceptable in few cases, However refusing a resignation can be a method of severe censure if it is followed by dismissal.Some of the Leaves are Accumulated and Carried Forward but some of them are not viable to carry Forward.

Performance Appraisal Responsibility

Performance appraisal is the process the managers like to work on least, there could be many reasons for this, the major reasons for that is, lack of understanding of the importance of appraisal process and training regarding the appraisal process which can bring in the managers interest in the appraisal process and there can be lack of support in the field of training and development programme also managers need support in implementing the appraisal process. But this can be changed by the support of Human resource manager to support the implementation of the process, they should train the managers so that they can conduct the successful appraisal process there has to be review by the HR for the format used in the appraisal so that managers can get the best output, HR managers can also assist the managers in developing the individual development planning and programme.

360 Degree Feedback System in Performance Appraisal:

Managers should update their employees about the feedback regarding their work done in the organization weather it is previous task or the on-going task, as it makes the employee feel valued in organization, make them understand that they are the integral part of the organization. The feedback process will make employee learn new things about them self and other prospective of enhancing the skills, it will make employee know how their work is perceived by others. This process will enhance the relationship between the employee and manager and improved communication and this will make the more trust in between the manager and employee. This feedback process will make employee know where they are excelling and where they could improve it will make them know what they should continue to do and what should they change. Employee need to have opportunities to develop their skills and grow. The employee who learns new things and applying them in process is more likely to be retained and motivated.

There are so many reasons for companies to use a 360 degree feedback system, this system is very accurate as the ratings from different perspectives provide a more complete picture of the eligible employees capabilities than just one perspective, this process has richer understanding of the performance of the contestants as it provides them to gain valuable insight on how they have performed and it is perceived across different departments. This process is easy and fast to implement in a cost effective way.

Advantages of the 360 degree system

1) 2) It provides the more comprehensive view of employee performance than the other methods. It increases the credibility of the appraisal process as it includes feedback from different departments. 3) 4) The feedback from other process can help to enhance the staffs development. They can directly report their problems to their managers rather than going through the normal process.

Disadvantages of 360 degree system

1) 2) This process is very time consuming and more complex on administration. It may create the environment of suspicion among the employees as the process involves different department in the process. 3) Lack of confidentiality as sometimes this process is outsourced to different outside companies and there is always a threat of disclosing sensitive information.

HRM and Leadership Theories:

Leadership is the very important aspect of the HRM, this is the Job of HR manager to make new leaders in and organization, somewhat the load is shared with the supervisors of the employees.

HRM Plays a very significant and important role in the leadership skills and creating leaders within organizations. It suggests that a leader should work on maintain the teams commitment and the enthusiasm towards the goal of the organization by meeting and completing their needs and requirements. The other factors that might influence the leadership in an organization are: Assertiveness, Teamwork and Crisis Management. Assertiveness is very important in leadership, it gives the idea what a Leader want from his resources and where the resources stand. It gives them the opportunity to respond with their needs and ideas. For Example: These days big organizations taking view of the employee and responding according to their requirement and ideas to increase their participation for the organization. A Leader has to increase and support the teamwork to get the best out of the subordinates, this will help them utilize their skill to the best and can give them the chance to learn new things from the others. In crisis management a leader has to be there with their subordinates and get to know there issues at the time of crisis and problem and should give them the support they needed. For Example: at the time of recession many big companies like IBM tries not to lay off their employee, instead they give them the option work from home which in other terms reduce the employee cost to company as they are not utilizing the company resources. There are several theories that gives the generalized explanation of the leadership and how they can be taken care of by the managers. The implementation of these theories depends on the type of situation and on the employees the organization is dealing with. Early leadership theories had focus on the difference between the qualities of the leader and the followers, while as the time changes and with modernization of management model the concept of leadership theory got changed with more focus on Situational Factors and Skill levels of the employee. The different leadership theories are as

1) Great Man Theories: The great man theory believes that leaders are born, not made. This
theory generally portrays great leaders as the heroes and they are destined for the leadership. It is called as Great Man because, at the time, leadership was called to be the male quality.

2) Trait Theories: This theory is quite similar to the Great man theory in terms of the idea and
concept like people has inherited qualities of being a leader. Trait theory identifies personality and behavioural characteristics that leaders have.

3) Contingency Theories: This theory focus on the particular environment variable that will
determine which style of leadership is best for the particular situation. According to this theory no particular style is good for all situations. Success depends on how the leadership is implemented on particular situation.

4) Situational Theories: This theory explains that leaders identify best action depend upon the
situation variables. Different style of leadership is required for some decision making.

5) Behavioural Theories: According to this theory the leaders are not born they are made. In this
theory people can learn to become the leader through different modes like training, teaching and observation of the other leaders.

6) Participative Theories: Participative theory believes that the ideal leadership style is
encouraging participation and contribution of group members and support group members to feel more relevant and committed to the decision making process of the organization.

7) Management Theories: This theory focus on supervision and group performance. This
leadership theory works on the principle of rewards and punishment. When employees do a successful job they are rewarded and when they got failed they got punished.

8) Relationship Theories: In this theory the leader focuses on the performance of the group and
with that they also want the individuals to grow and give their best to the organization.

Organizational Development and Change:

People and performance issue are the major and common concern for any organization in every industry, these issues comes from the organizations people strategies being out of step with the business strategy. Organizations are expanding globally through acquisition or internal growth, restructuring the company, attempting to standardize processes with latest technologies or outsourcing human resources (HR) services to cut costs.

Any of the changes mentioned above can bring about a misalignment between the people and business strategies of the organization.

This misalignment is a common problem that the People inside the organizationand Change practice is uniquely adept at solving. We specialize in providing innovative, integrated and practical solutions to align the organizations people and business strategies. Our team drives your business performance by helping you maximize the potential of your people. We can help them develop and grow. We can help your organization to manage change initiatives, increase the effectiveness of your HR service delivery, provide learning and leadership services and improve talent management.

Talent management strategy and succession planning

The pool of top talent both inside and outside the organization is increasingly scarce and expensive. We believe any organization that obtains and nurtures the best employees from this finite pool will fundamentally differentiate itself in the market. Our talent management and succession planning approach: Provides a resource planning framework underpinned by a clear link to business strategy and

business plans.

Enables high potential managers to be identified, allowing organizations to develop and nurture

those who are critical to their future.

Provides an audit of the organizations current management strengths and weaknesses against

current and future needs.

Identifies where weak links are, not only to fill individual positions, but also to detect risks

resulting from capability gaps at an organizational level.

Ensures that recruitment, assessment and development skills criteria (for both technical skills

and behavioural qualities) are based on a consistent set of standards and common language

Benefits, Rewards and Recognition:

Salary, benefits and Rewards are the important factor that a HR manager should take as the priority. Human Resource manager should make the attractive pay packages that could attract the employees in the organization and make them stay for the longer duration. HRM has to create the opportunities in the organization and how the employees can be benefited from the existing opportunities, these opportunities can be made within the provided budget for the proposed changes. HR Manager has to indentify the facts and figures to give the rewards and recognition to the employees doing the positive and inspiring performance. Policies and programmes are being created by the managers to motivate their hardworking employees and to get the best out of their employee by giving them perks and incentives for their outstanding works. Rewards should be given for the significant work done and the advanced goals achieved during the particular duration with the specific accomplishment as they are the most cost effective form of giving the recognition and motivation to the employees. Rewards are like this they should not be replaced with any salary plan, for example they should not be used as the long term alternative to the permanent salary adjustment, when these rewards are distributed for significant high performance they show the significant change in the attitude of the employee towards the performance and their work.

Employee Empowerment:
To be able to produce the target oriented result in an organization factors like employee empowerment and the marketing factors like penetrating prices cannot be forgone. Big organization uses the human resource tactics like employee empowerment as it plays a major role in the organization. Employee empowerment acts as the major factor behind the increased interest of the employee towards the work and to perform their best. The empowered employee of the organization

is always the prime asset of the organization, who always performs their best and gives the targeted result. In the bigger organizations and HR friendly companies employee are always given the topmost priority, so that they can feel they are the part of the organization and with the feeling of being recognized they perform to their best level. Here employees are involved in the decision-making and policy management this will result in the overall performance that company offers to their customers and the major factor in the improvement of the quality management of the system. The reason for applying the employee empowerment are the factors like highly competitive IT market and recession also played a major role in it, as it provide the assurance towards the job and the confidence of the company towards the employee and then employee can perform better to give their best for the company. While applying the employee empowerment culture in the organization, the organization has achieved their multiple objectives, like they got the employee who are highly motivated towards the organization and they perform the way that it in the end result in the good service and trust of customers towards the organization. One of the other employee empowerment feature is to apply the scheme of e-sops or stock option for the employee who perform well, if the employee are awarded with the options of stock then the employee feel them self to be the part of the organization this is one of the factor that the companies can implement in their culture of HR practice to make them more employee friendly. This employee empowerment scheme is one of the most successful and highly appreciated by the employee and managers across the different companies around the world either they are small firm or the big firm The other thing that contributes in the growth of the organization or the growth of their new product, it is the practice or strategy that is employed by organization in order to capitalize the place for their new product that is launched in the market, the price is placed that much low for the new product that it will penetrate in to the market place and capture a significant part of market.

Coaching, Mentoring and Knowledge Sharing:

HR has to take care of the employee development program in the organization, they have to make sure that every employee should get the desired training they, as per the requirement of the industry and according to the experience.

Heads of every department has to make a database and requirement sheet as per the demand of the employees, what they want to learn, what they should learn and what they have the expertise in, management can schedule the programs accordingly. Team leading and mentoring plays as important role as it is played by the module training and coaching. A good mentor or a leader can get the best output from the team and employees. If there is a lack of leading qualities then it start producing the sense of dissatisfaction among the subordinates and the junior team members. So to be a good mentor one should have to understand the team requirement and issues and try to give them the solution accordingly. Mentoring is directly relates to the leadership skills within the organization and employees. When we think of the leadership development proposal or programme then the first thing that comes in to the mind is why we need a leadership development programme the answer is very simple :- A leadership development program will help individuals to work in the high risk situations and will allow them to develop leadership skills in the adverse condition. The organization for which we are going to propose the leadership development is the I-touch. I-touch is the UK based organization and is once the leader in mobile and digital entertainment. A program is built for the leadership development having several steps like 1. Establish common set of values for leadership:- Every member of the I-touch organization has given the chance to evaluate the organization and give their feedback regarding the organization and this will prompt them to make the right decision. This concept will generate the model of sharing and discussing, what is right.

2.

Investing early in leadership training: - Early investment doesnt mean putting money in the development programme of the I-Touch. But this is the concept which emphasizes management to go to the junior leaders of the organization and bring them in front to learn as they are the one who are most receptive to learning. This will give I-Touch the advantage of having many junior people and will make the competition in the organization.

3.

Giving experiential training: - For the employees to generates the understanding of the organization and how the different functional areas works of the I-Touch, a formal training course of the leadership is required. This will be more realistic and relevant in terms of their

approach toward the business of the organization and how the organization performs in the high risk situations.

4.

Generating decision making skills: - Learning from the previous failures of the organization, and acknowledging that errors and risk are part of the organization, the leader will be prepared with the decision making ability and giving them the situation for crucial thinking

5.

Encouraging Employee of leadership: - Employee of the I-Touch will be given a self-directed task that will increase their confidence and will encourage them to develop leadership attitude inside them.

6.

Partner with outside expert for better ideas: - A seminar is conducted in which leaders and managers from the other organization of the same field as I-Touch are invited to give their views about the leadership and how one allow them to being in the innovative ideas rather than using the rejected and old ideas.

After completing all the initial process for the leadership program in the Organization. All the employee of I-Touch, who took part in the leadership development program are given an Experimental test/ Training: After that training After Action Reviews is done to improve the learning and improvement to occur within the organizational environment of the I-Touch The goal of this Leadership development programme in the I-Touch is to realize the people the increased demand of service from the company and bring in the pre prepared leaders. Employee of the I-Touch after this program will be sent to the leadership role much faster and they are given the high responsibility. After completing this programme the leadership expectation of the professional in I-Touch got increased and they become more eager to represent organization. From this process we can learn that leadership is not the born feature, it can be learned and taught, if proper guidance and support is provided.

Knowledge sharing is the part of the HR process, which helps them to keep a pace of the organization. Knowledge sharing help to reduce the dependency on a single employee, with the help of knowledge sharing a kind of atmosphere is created in the organization in which every employee knows the task of the every other employee and in his or her absence they can perform that task.

External Factors HRM: -

There are some factors which lie outside the organization and the Managers

dont have the direct control over them. The Managers or supervisors can only react only in these situations, and cannot make proactive and contingency plan against those situations. Some of the external factors that can affect Management are: key Supplier Stops working, Stake Holder reverses its decision to support. If a key supplier stops working then it will dir3ectly affect the organization and in that case the leader has to act to give the support to its followers and employee.

REFERENCES

Heller, Robert. , Employee Empowerment: Management giving power to the people [emagazine], 2005, Available at: http://www.thinkingmanagers.com/management/employee-empowerment.php
George Bohlander, Scott Snell., Managing Human Resources, Cengage Learning,

2009

Luis R. Gomez-Mejia, David B. Balkin, Robert L. Cardy., Managing Human Resources, Pearson/Prentice Hall, 2009

Robert L. Mathis, John Harold Jackson., Human resource management, Thomson South West Publications, 2008 Ronald R. Sims., Human resource management: contemporary issues, challenges, and opportunities, Information age Publishing, 2006 Raymond A. Noe., Human resource management: gaining a competitive advantage, Irwin/McGraw-Hill, 2000

Winninger, Thomas J. Price Wars: How to Win the Battle for Your Customer. St. Thomas Press, 1994.